COMMUNITY DISASTER RISK MANAGEMENT PLAN

Transcription

1 COMMUNITY DISASTER RISK MANAGEMENT PLAN For OLD HARBOUR BAY COMMUNITY Facilitated through the Building Disaster Resilient Communities Project, An Office of Disaster Preparedness and Emergency Management (ODPEM) Project Funded by the Canadian International Development Agency in collaboration with the St. Catherine Council and other partners. Prepared February

2 TABLE OF CONTENTS PAGE Glossary of Terms... 4 Abbreviations 7 Preamble 8 Community Profile. 11 The Zonal Programme. 12 Disaster Risk Management Organization Structure. 15 PR Pre-Impact PR1 Historical Overview of Disasters.. 19 Community Hazard Map. 21 SWOT Analysis. 22 PR2 Future Hazards PR3 Vulnerability Summary, Possible Impact & Corrective Actions to Reduce Community Vulnerability. 25 PR4 Reducing Vulnerability 28 PR5 Priority Listing of Hazards.. 32 PR6 Capacity and Resource Analysis.. 33 PR7 Areas for No Development.. 39 PR8 Areas for Development PR9 Special Areas for Development. 41 PR10 Community Mitigation Activities.. 42 PR11 Mitigation Activities Requiring external assistance.. 44 PR12 Risk Transfer. 46 PR13 Training 47 PR14 Public Awareness and Education. 48 PR15 Community Monitoring Programme. 50 PR16 Community Early Warning system.. 51 PR17 Community Early warning Activity and Responsibility

3 PR18 Areas to be Evacuated. 54 PR19 Evacuation Routes and Mode of Transportation to Emergency Shelters 55 PR20 Evacuation Procedures. 57 PR21 List of Official and Unofficial Emergency Shelters. 58 PR22 Preparedness Action Plan 59 PR23 Simulations and Drills. 60 PO POST IMPACT PO1 Response and Relief PO2 Community Damage Assessors.. 62 PO3 Community Response Action Plan. 64 PO4 Welfare and Relief.. 65 PO5 Community Recovery Action Plan.. 66 APPENDICES: Appendix 1 - Stakeholder Relationship 67 Appendix 2 - Problem Tree. 69 Appendix 3 - Terms of Reference CDRM Group Concept.. 70 Appendix 4 - Hurricane SOP. 79 Appendix 5 - Earthquake SOP. 99 Appendix 6 - Fire SOP. 116 Acknowledgement 133 3

4 GLOSSARY OF TERMS TERM MEANING Capacity Capacity Building: Climate Change: Coping Capacity: Disaster: Disaster Risk Management: Early Warning: A combination of all the strengths and resources available within a community, society or organization that can reduce the level of risk, or the effects of a disaster. Capacity may include physical, institutional, social or economic means as well as skilled personal or collective attributes such as leadership and management. Capacity may also be described as capability. Efforts aimed to develop human skills or societal infrastructures within a community or organization needed to reduce the level of risk. The climate of a place or region is changed if over an extended period (typically decades or longer) there is a statistically significant change in measurements of either the mean state or variability of the climate for that place or region. The means by which people or organizations use available resources and abilities to face adverse consequences that could lead to a disaster. A serious disruption of the functioning of a community or a society causing widespread human, material, economic or environmental losses which exceed the ability of the affected community or society to cope using its own resources. The systematic process of using administrative decisions, organization, operational skills and capacities to implement policies, strategies and coping capacities of the society and communities to lessen the impacts of natural hazards and related environmental and technological disasters. This comprises all forms of activities, including structural and nonstructural measures to avoid (prevention) or to limit (mitigation and preparedness) adverse effects of hazards. The provision of timely and effective information, through identified institutions, that allows 4

5 TERM MEANING individuals exposed to a hazard to take action to avoid or reduce their risk and prepare for effective response. Emergency Management: Hazard: Hazard Analysis: Mitigation: Preparedness: Prevention: Recovery: Relief/Response: The organization and management of resources and responsibilities for dealing with all aspects of emergencies, in particularly preparedness, response and rehabilitation. A potentially damaging physical event, phenomenon or human activity that may cause the loss of life or injury, property damage, social and economic disruption or environmental degradation. Identification, studies and monitoring of any hazard to determine its potential, origin, characteristics and behaviour. Structural and non-structural measures undertaken to limit the adverse impact of natural hazards, environmental degradation and technological hazards. Activities and measures taken in advance to ensure effective response to the impact of hazards, including the issuance of timely and effective early warnings and the temporary evacuation of people and property from threatened locations. Activities to provide outright avoidance of the adverse impact of hazards and means to minimize related environmental, technological and biological disasters. Decisions and actions taken after a disaster with a view to restoring or improving the predisaster living conditions of the stricken community, while encouraging and facilitating necessary adjustments to reduce disaster risk. The provision of assistance or intervention during or immediately after a disaster to meet the life preservation and basic subsistence needs of those people affected. It can be of an immediate, short-term, or protracted duration. 5

6 TERM MEANING Resilience: Retrofitting: Risk: Structural/Non-Structural Measures: Vulnerability: *Zone: *Zonal Committee: The capacity of a system, community or society potentially exposed to hazards to adapt, by resisting or changing in order to reach and maintain an acceptable level of functioning and structure. This is determined by the degree to which the social system is capable of organizing itself to increase its capacity for learning from past disasters for better future protection and to improve risk reduction measures. Reinforcement of structures to become more resistant and resilient to the forces of natural hazards. The probability of harmful consequences, or expected losses (deaths, injuries, property, livelihoods, economic activity disrupted or environment damaged) resulting from interactions between natural or human-induced hazards and vulnerable conditions. Structural measures refer to any physical construction to reduce or avoid possible impacts of hazards, which include engineering measures and construction of hazard-resistant and protective structures and infrastructure. Non-structural measures refer to policies, awareness, knowledge development, public commitment, and methods and operating practices, including participatory mechanisms and the provision of information, which can reduce risk and related impacts. The conditions determined by physical, social, economic and environmental factors or processes, which increase the susceptibility of a community to the impact of hazards. Means a Disaster Risk Management Area/Zone which is a specifically defined geographical area (Local Level) in which Disaster Risk Management issues are discussed, planned for and executed in the context of the local area. This Zone maybe one or more communities, depending on the demographics of the community, nature of hazards, established governance structures, and the sociopolitical environment, as defined by the respective parish. Means an organised community group within a zone that has accepted the responsibilities for leading the charge of disaster management issues of the zone, has a wide cross representation of the zone and has elected officers to serve as the execute of the committee under the guide of 6

7 TERM MEANING the Parish Disaster Committee through the Parish Coordinator-Disaster Preparedness. Source: The International Strategy for Disaster Reduction; Terminology: Basic Terms of Disaster Risk Reduction. Internet Resource at * Not from source quoted above ABBREVIATIONS CBDRM DRM IDB MP MLSS NGO OHDAC ODPEM PDC PEOC CBO Community-Based Disaster Risk Management Disaster Risk Management Inter-American Development Bank Member of Parliament Ministry of Labour and Social Security Non-Governmental Organisation Old Harbour Development Area Committee Office of Disaster Preparedness and Emergency Management Parish Disaster Coordinator/Committee Parish Emergency Operations Centre Community Based Organizations 7

8 Preamble Name of the Plan The name of the plan is the Old Harbour Bay Community Disaster Risk Management Plan Purpose of the Plan This plan provides: 1. The residents with a workable emergency system to minimize loss of life and property to prevent disasters from occurring 2. A basic outline of shelters, welfare and relief system as well as some focus on evacuation planning that will make preparation, response and recovery from a disaster more effective 3. An emergency contact list and identification of vulnerable population living in Old Harbour Bay. 4. A basic guideline for the community as to who is responsible for what and who is in charge of critical functions in managing a an emergency 5. An overall framework for reducing risks in the community including mitigation and preparedness. Actors 1. Old Harbour Bay Community Development Association 2. Members of the Old Harbour Bay Zonal Committee 3. Old Harbour Bay Community Emergency Response Team (CERT) 4. Jamaica Public Service (Old Harbour Bay Power Plant) 5. Jamaica Energy Partners (Doctor Bird Power Plant) 6. Jamaica Boilers Ethanol Plant 7. Old Harbour Development Area Committee (OHDAC). 8. Jamaica Fisheries Co-operative (Old Harbour Bay) 9. Food For the Poor 10. WINDALCO 11. Catholic Relief Agency 12. Old Harbour Bay Fishing Council 13. Caribbean Coastal Area Management Foundation 14. St. Catherine Parish Council 8

9 15. Office of Disaster Preparedness and Emergency Management 16. Ministry of Labour and Social Security (MLSS) 17. Social Development Commission Disaster Risk Management in Old Harbour Bay will be taken on by the Old Harbour Bay Zonal Committee. The table outlines the membership of the committee and the roles and responsibility of each member is outlined in the DRM Group Terms of Reference. Scope of Plan The plan will cover Pre and Post-impact aspects of disaster management, that is, prevention, mitigation, preparedeness, response and recovery Authority The model plan is developed by the Office of Disaster Preparedness and Emergency Management which is the government agency charged with responsibility for management of all hazards which threaten Jamaica. Under the Disaster Preparedness and Emergency Management Act 1993, ODPEM has the responsibility for ensuring development of hazard management plans. Responsibility Responsibility for updating the model plan lies with the ODPEM. Responsibility for testing and updating community plans lies with the communities. Assumptions i. There will always be a CBO in place that will continue to assume leadership role for disaster risk management in the community ii. In a disaster utility services may be unavailable for extended periods (i.e, electricity, water, and telephone) iii. Police and fire response services will be overrun within the first 3-5days after a major disaster, do not expect help from them initially iv. The community will largely be on its own in the initial days following a disaster 9

10 v. There will be serious problems with transportation. Road closures will occur and access to outside help will not be possible vi. The community and the parish disaster committee will work together identify and source resources to continue the development and maintenance of the plan Relationship to Parish and National Plans/Structure The Old Harbour Bay Community Disaster Risk Management Plan represents the operational procedures and strategies to be employed at the community level in response to, recovery from and preparing for a number of hazards. The community will be supported by and will work through the St. Catherine Parish Disaster Committee and will be closely integrated with the Parish Emergency Operations Centre. Therefore, the community disaster risk management plan will draw on other existing parish plans and national plans where necessary for the mounting of an efficient response and preparedness programme. The ODPEM collaborates with the St. Catherine Parish Council on Disaster Risk Management matters through the Parish Development Committee and the Parish Disaster Coordinator 10

11 Community Profile The Community of Old Harbour Bay is a geographic area comprised of twenty one (21) districts. The districts within the Community are Old Harbour Bay Proper and Blackwood Gardens. The area is bordered to the north by Old Harbour, south by Sea, east by Lloyd s Pen and west by Port Esquivel. The predominant terrain of the community is flat. The climate is predominately dry but experiences periods of heavy rain fall. There are storm reliefs systems present in the community which remove flood waters from the area in these times. The natural resources present within the community are ponds, rivers and forested areas. The Community of Old Harbour Bay has an estimated population of 7,388 and an educational institution enrollment rate of 70.9% of school aged residents. The household head employment rate was 61.6%. The most common employment category was full time employment which accounted for 51% of all employed persons. The highest rate of unemployed males was years accounting for 9.6% of unemployed males while for females the highest level of unemployment could be seen in the 60+ age cohort accounting for 12.8% of unemployed males. A significant amount of the respondents involved in this project reported the presence of a longstanding health problem within their household (35.5%). Among household heads and family members, hypertension was the most common illness. There are no health care facilities present within the Community as such residents usually travel to Old Harbour to access these services. The main difficulty to accessing health care reported by respondents was financial constraints (40%). The top five developmental challenges reported by the respondents are; high levels of unemployment and youth unemployment, limited/no opportunity for training, poor drainage facilities, poor roads and poor representation by elected leaders. The community of Old Harbour Bay has twenty one (21) Districts. They are Old Harbour Bay Proper and Blackwood Gardens. The Old Harbour Bay community is located in the South Westerly section of the parish and is located 29km from the capital town of Spanish Town. The main economic activities of the area are farming and fishing. 11

12 The Zonal Programme Disaster Risk Management at the Parish and Community Level (ODPEM s perspective) The parish organization structure stipulates that there be the mobilization of persons at the community level in organizations called Zonal Committees. These committees are the responsibility of the Parish Disaster Health & Welfare Sub committee. The Parish Coordinator shall be responsible for providing secretariat support to both the committee and zonal committees. The Zonal Programme Within the National Disaster Management Framework, The Zone is envisaged as the smallest organized unit, outside of the family, that is empowered to prepare and respond to emergencies and disasters at the local level. The Zonal Programme conceptually represents the establishment of a formal organizational structure at the community level. This will provide an enhanced level of capcity, within communities, to prepare for and respond to emergencies/ disasters at the community level Objectives of the Zonal Committee Programme The objectives of the Zonal programme include the following: Organizing communities to prepare for emergencies/disasters and utilizing local resources. Conduct hazard identification and analysis for communities within the zone Management of emergencies and disasters utilizing local resources and other resources that may be channeled into the community Develop the local capacity to survive the first 72hours three (3) days of a disaster without external assistance Implement training and sensitization programmes as part of the preparation of local population for local population for emergencies/disasters Conduct damage assessment exercises for adverse events impacting zone Mobilize the community to undertake disaster mitigation programmes 12

13 ZONAL COMMITTEE STRUCTURE ADMINISTRATIVE CHAIRMAN Mr. Wycliffe Frater VICE CHAIRMAN Mr. Jim Knight SECRETARY Ms. Jenica Brown TREASURER Mr. Ricardo Fearon ASSISTANT SECRETARY Mr. Preston Smith ASSISTANT SECRETARY 13

14 ZONAL COMMITTEE STRUCTURE CONT D ADMINISTRATION FINANCE ANDFUNDRAISING SUB-COMMITTEE PUBLIC EDUCATION HEALTH, WELFARE, TRAINING SUB-COMMITTEE EMERGENCY OPERATIONS COMMUNICATIONS & TRANSPORTATION SUB- COMMITTEE Old Harbour Bay Community Emergency Response Team Chair: Fund-raising Coordinator Other members may include: Treasurer- Vinelle Dailey- Powell Assistant Treasurer- (Interested members of committee and others) Chair: Public Education Coordinator Other members may include: Vulnerability & Risk Identification Coordinator (Preston Smith & Pernell Bartley.) Prevention & Mitigation Coordinator- Ricardo Fearon Chair: Response & Recovery Coordinator Other members may include: Damage Assessment Coordinator- Paulette Coley Shelter Coordinator- Ricardo Fearon (Interested members of the committee and others) 14

15 Disaster Risk Management (DRM) Organizational Structure A Community Emergency Response Team (CERT) has been established in the community of Old Harbour Bay. This CERT reports to the Old Harbour Zonal Committee. The CERT is one of the four (4) operational CERTS in the Old Harbour Development Area. The CERT team leaders are executive members of the Old Harbour Zonal Committee. The Old Harbour Zonal Committee is responsible for disaster risk management across six (6) communities that comprise the Old Harbour Development area. These communities include Bushy Park, Old Harbour, Old Harbour Bay, Bartons, Browns Hall, Bella s Gate and Ginger Ridge. The Old Harbour Zonal Committee is a functional arm of the Old Harbour Development Area Committee (OHDAC). The table outlines the membership of the committee and the roles and responsibility of each member is outlined for the DRM Group in Old Harbour Bay. 15

16 Old Harbour Bay Zonal Committee - Disaster Risk Management Sub-committee Group Structure POSITION PERSON ASSIGNED CONTACT DETAILS (Telephone, cell, address, ) President Andrew Gordon , rananev@gmail.com Vice President Sandra Nembhard sandranem@yahoo.com Secretary Camille Cheese , cwilliamscheese@yahoo.com Treasurer Vinelle Dailey-Powell dez_mom@yahoo.com Assistant Secretary Karen Dixon Public Education & Fundraising Coordinator Vulnerability & Risk Identification Coordinator Prevention & Mitigation Coordinator Response and Recovery Coordinator Narda Nicholson Preston Smith Pernell Bartley adrana77@yahoo.com , preston_pooh@hotmail.com pernell.bartley@yahoo.com Ricardo Fearon , fearonricardo@yahoo.com Paulette Coley

17 OLD HARBOUR BAY- DISTRICT CONTACT LIST NAME ORGANISATION POSITION CELL NUMBER ADDRESS Wayne Thompson OH Bay Primary School Principal Vinelle Daily- Powell OH Bay Primary School Guidance Counsellor Debby Hutchinson Blackwood Garden Principal Basic Lucilda Thomas St. Wade Basic School Principal Vivienne Myers SDA Basic School Principal Iris Jewray Prophecy Basic Principal Evon Bartley Baptist Bay Basic Principal Janet Taylor/Dinal Simpson Station Lane /Peter Lane Leader / Herman Coley Dagga Bay Leader Preston Smith * Bay Bottom and Wilkie Leader / preston_pooh@hotmail.com Movia Bromfield Football Club Clyde Grant Buddo Leader Liian / Navado Whyte * Cross Roads Leader Camehia Henry Moore Pen Leader Lorna Hutton Panton Town Leader Peter Davis PNP Caretaker levite_7@yahoo.com Michael Simpson Taxi Operator hgscarlett@gmail.com Kerry -Ann Robinson New Harbour Village Cit. Assn. Phase 1 President newharbourvillage@yahoo.com, kerry1898@yahoo.com Barrington A. James New Harbour Village Cit. Assn. Phase 2 President levite_7@yahoo.com 17

18 Hubert Scarlett New Harbour Village Cit. Assn. Phase 2 Vice President hgscarlett@gmail.com 18

19 HAZARD HISTORY History of Hazards and Coping Mechanisms The hazard analysis provides a detailed timeline account of the disaster history and significant events that happened in the community of Old Harbour Bay and includes the impact as well as the coping strategy and/or mechanism. Table PR1: Historical Overview of Disasters HAZARD, YEAR IMPACT HOW DID THEY COPE? T Storm Charley, 1951 Hurricane Gilbert 1988 Lili/Isidore 2001/02 Ivan 2004 Category 4 Death, Destruction of homes and fishing equipment, Flooding Loss of power, water, livestock, piles up of garbage. Level 3 Flooding (2days) Level 1 Flooding,wind destruction of houses,fishing equipment,erosion of quays Level 3 Unification Area was not densely populated as such persons sought shelter with relatives on higher grounds. Unification Persons sought shelter with relatives, friends and at established shelter located at Old Harbour High on higher grounds. The community was now prepared in terms of the battening down of houses, storing of water and non perishable items, to heed hurricane warnings etc. The community was now prepared in terms of the battening down of houses, storing of water and non perishable items, to heed hurricane warnings etc. More citizens went to the designated shelter in Old 19

20 HAZARD, YEAR IMPACT HOW DID THEY COPE? Harbour. Dennis 2005 Emily/Wilma Dean 07 Gustav 2008 Heavy rains and flooding Level 1 Level 3 Death, destruction of houses roof, fishing equipments, utilities House items Heavy rains and flooding level 2 To heed hurricane warnings etc. The community was now prepared in terms of the battening down of houses, storing of water and non perishable items, to heed hurricane warnings etc. More citizens went to the designated shelter in Old Harbour. To heed hurricane warnings etc. The community identified several key lessons learned from the occurrence of the events highlighted above. These include: 1. There is the need for sections in the community to be identifies no build zones 2. Sections of the community which lie closest to the sea must agree on a setback from the high water mark 3. There is need for a formal Early Warning System (EWS). 20

21 OLD HARBOUR BAY COMMUNITY HAZARD MAP 21

22 SWOT ANALYSIS STRENGTHS Home of JPS Co Power Plant & JEP Barge Entrepreneurship Access to Public Services-Police Station, etc. Unity through annual football competition Community Umbrella Organization (CDA) & other community groups Largest Fishing Beach OPPORTUNITIES Fishing Industry-Employment Jamaica Energy Partners & JPS Co -Minimal Employment Basic & Primary Schools-Education Football Competition WEAKNESSES Unemployment Construction in no build zones Illiteracy Inconsistent support in terms of community development Inability of people in authority to work together on a regular basis Lack of adequate shelter facilities Lack of skills training centre Inadequate employment opportunities Lack of funding to rehabilitate community centre Flooding Storm surge Drug & Gun trade Tsunami THREATS 22

23 Identification of Future Hazards Table highlights the future hazardous events or changes in circumstances which may alter prevailing conditions in the community. Detailed consideration of the location and number of exposed households, physical infrastructure and critical facilities and their exposure to the different hazards is identified. Table PR2: Future Hazards HAZARD Tsunami Overland Flooding Hurricane Bush Fire Earthquake Coastal Erosion Possible explosion of the Barges POSSIBLE IMPACT This will ultimately lead to total destruction of the community, causing complete demolition of the livelihood of the community due to the harsh waves associated with this phenomenon. Loss/damage roof, broken windows, damage to contents/ important documents, damage to building, separation of family members, food shortage, looting cost of repairs/rebuilding, food poisoning Damage to utilities and important infrastructure such as road ways, Loss/damage roof, broken windows, damage to contents/ important documents, damage to building, separation of family members, food shortage, looting cost of repairs/rebuilding Fire to housing stock, damage to mangroves or wetlands in the community, separation of families, depression, disruption of livelihood in the community. Damage to utilities and important infrastructure such as road ways, Loss/damage roof, broken windows, damage to contents/ important documents, damage to building, separation of family members, food shortage, looting cost of repairs/rebuilding Eroding shoreline, damage to beaches, disruption of livelihood This may cause the release of harmful chemicals and pollutants 23

24 Climate change into the sea. The release of such chemicals could have severe implications on fishes in the ocean, causing severe disturbances to the livelihood of the community. Disappearance of cays (linked to sea level rise), loss of coastal and marine ecosystems damage to reefs and mangroves; coral bleaching and mangrove retreat observed, Flooding, Changing habitats of crocodiles, Increased mosquito infestation, Changes in hurricane patterns 24

25 Identification of Community Vulnerability, Possible Impact and Corrective Actions to Reduce Vulnerability Vulnerability is the condition or circumstance of the community which makes it susceptible to being damaged by a hazard or disaster. The vulnerability analysis identifies the exposure of the different assets within the community to hazards. Table PR3: Vulnerability Summary, Possible Impact and Corrective Actions to Reduce Community Vulnerability HAZARD VULNERABLE ASSETS POSSIBLE IMPACT CORRECTIVE ACTION/ACTIVITIES Flooding Roadways, Fish Nets, Fishing Huts, Boats, Housing Stock, Shops, Fishing Market, MOA&F Gas Station, Power Plant, Barges, Ethanol Plant, Schools (basic & primary), churches, lobster condominiums, artificial reefs. Loss of lives; Destruction of property and livestock; Loss of crops. Mitigation: drain cleaning. Authorities setting standards for building zones. Heavy winds Citizens Destruction to property and livestock Oil Spill from Old Marine Life Oil spills which causes Harbour Bay death of flora and fauna, Power Station and erosion of coast line. Power Barge Destruction of coral reef. Loss of livelihood. Hurricane straps, trim trees Cleaning of the beach, inflatable booms, sanding and hosing down. Buoy. Temperature at which the water is released is not detrimental but the system could fail. Storm surge Roadways, Fish Nets, Death of flora and fauna, Relocation for residents. Using sand bags and 25

26 Fishing Huts, Boats, Housing Stock, Shops, Fishing Market, MOA&F Gas Station, Power Plant, Barges, Ethanol Plant, Schools (basic & primary), churches, lobster condominiums, artificial reefs. erosion of coast line. Destruction of coral reef. Loss of livelihood. erecting sea walls to break waves. Building in no building zones (squatter settlements) Citizens and livestock Increase poverty, unemployment. Social unrest. Unplanned expansion of the community psychosocial impact on children Loss of lives and livestock Loss/damage roof, broken windows, damage to contents/ important documents, damage to building, separation of family Schools (basic & members, food shortage, primary), churches, looting cost of lobster condominiums, repairs/rebuilding, food artificial reefs. poisoning Citizens Influx of illegal immigrants On the coastline n trade is very active with Haiti Mosquito infestation Hurricane Roadways, Fish Nets, Fishing Huts, Boats, Housing Stock, Shops, Fishing Market, MOA&F Gas Station, Power Plant, Barges, Ethanol Plant, Unprotected coastline Gun and drug trade Citizens & Business Interests Getting the directives from the relevant authorities to build. Relocation. Mosquito fogging Use of hurricane strips, proper fixing of roofs (seal eaves) batten down windows with ply or shutters, store documents in water-proof containers, elevate furniture, construct buildings according to building code / retrofit buildings to standards To strengthen boarder patrol/marine police Law enforcement 26

27 so the communities are heavily impacted 27

28 Reducing Community Vulnerability The vulnerabilities identified above can be addressed and the impact of the hazards reduced if the appropriate actions are employed. It is important that corrective actions be put in place as the table above shows that the value of the assets exposed is significant. As most hazards cannot be controlled, the following corrective activities/actions were identified to reduce the environmental, social/economic, health related and political vulnerability of the community and the resources needed to achieve this objective. Table PR4: Reducing Vulnerability VULNERABILITY CORRECTIVE ACTIVITIES/ACTION RESOURCES NEEDED A. Environmental Mangroves (retreating further inland Solid Waste Management Mosquito Infestation Air Pollution (from JPS and Power Barge) Replanting/monitoring the progress of retreating Public Education, provision of additional skips, drums, etc., Dialogue with NSWMA to provide service to communities not presently benefitting from service, recycling and sorting of garbage, utilization of compost, Spray the area Public awareness on related diseases Provide Window netting/repelant The plant should try to institute new technologies that would limit the emission of harmful bacteria into the atmosphere. Also the company should try and adopt the CCAM, Community volunteers, Ministry of Agriculture (Forestry Department), seedlings. Pamphlets, NSWMA resources, Ministry of Health (Public Health Inspectors), St. Catherine Parish Council Ministry of Health (Public Health Inspectors) Vector Control, St. Catherine Parish Council JPS 28

29 VULNERABILITY CORRECTIVE ACTIVITIES/ACTION RESOURCES NEEDED B. Social/Economic Unemployment Crime and Violence (Proliferation of Gangs) usage of cleaner fuel. Offering of skills training at the community centre, offer reading programme for adults, developing economically viable projects in the community eg. Tourist attraction, Farming (gaining access to available land) Training in anger management, more social activities, greater input from churches in community events, improvement in churches support for each other s activities, counseling, formation of a ministers fraternal Land for farming, HEART/NTA, Retired teachers and other volunteers Police, Food for the Poor, Church Pastors, Teachers, Dispute Resolution Foundation Heavy Reliance on Fishing Irregular Migration Diverse the economic base, introduce different areas through which the community ca earn a living, address gender imbalance in fishing trade MOA&F, CCAM, JBD, Ministry of Industry and Commerce, Small and Medium Enterprise JCF, CDA Gun for Drugs Trade Develop economically viable projects in the community to engage the youths in the community eg. Tourist attraction, Weekly events Farming (gaining access to available land)have the community relations arm of the police force have give workshops on the pitfalls of youths entering the trade, More coastal patrols by JDF &JCF Social Development Commission, CDA, JCF, Dispute Resolution Foundation, Church Community 29

30 VULNERABILITY CORRECTIVE ACTIVITIES/ACTION RESOURCES NEEDED Human Trafficking Report suspected cases of human trafficking JCF, CDA, JDF C. Health Related Respiratory Illnesses D. Political Lack of Political Presentation Limit the emissions of harmful bacteria into the atmosphere, also provide residents with information on what they are being exposed to. Not Applicable Ministry of Health, JPS Not Applicable 30

31 Priority Listing of Hazards The objective is to rank the main hazards affecting the community. The hazards were listed in the first column and then the likelihood that the hazard may occur in any given year was assigned a number using the probability of occurrence scoring system in the second column. In the other columns, the impact of each hazard on the community was identified using the impact scoring system below. IMPACT PROBABILITY OF OCCURRENCE High - 3 Medium - 2 Low - 1 None - 0 Very Likely - 3 Likely - 2 Unlikely - 1 Formula to determine total: Total Impact x Probability of Occurrence 31

32 Table PR5: Priority Listing of Hazards HAZARD PROBABILITY OF OCCURRENCE IMPACT ON COMMUNITY PEOPLE BUILDINGS INFRASTRUCTURE CRITICAL FACILITIES LIVELIHOODS TOTAL Hurricane Storm Surge Flooding Tsunami Earthquake

33 Community Resources and Capacity Analysis Having prioritized the hazards above, an analysis of capacities the community s to cope and manage disasters was assessed and a listing of the resources and capacities of Old Harbour Bay are provided below. PR 6: Capacity and Resource Analysis Skills Knowledge Capacity Type of Resource Task Welders, fishing, carpenters, teachers, nurses, drivers, electricians, shelter managers, evacuation managers, technicians Making grills, provide food, build houses, teach children, nurse the injured, taxi drivers help in transport, etc. To warn persons of emergencies Networks Transportation Commercial, ODPEM will provide buses etc. Help in relief efforts Building/Structures Churches To take in persons during disasters Means of Care Medical Care Means of communication Commercial Enterprises Bayview medical centre/old Harbour Bay Medical Baptist Church Mainly cellular phones, few land lines, JPS Siren Wholesale, companies, Jamaica Boilers, the barge, C-CAM through OXFOM, Yard Project, Habitat for Humanity Operates normally Aids in the warning process but there is a lack of credit. Through ODPEM, parish council and other organizations, wholesales would distribute relief items. Jamaica Boilers supplied chickens to assist a feeding program. The barge 33

34 supplied water tanks. They assist in building homes, etc. Skills CAPACITY TYPE OF RESOURCES Fisher folks Refrigeration Technician Construction Workers/Carpenters TASK Catching and Selling fish to community and wider Old Harbour Area Assist community members in performing routine and preventive checks on their cold storage systems. Assist in reinforcing buildings prior to a disaster, assist in the reconstruction of buildings/houses after a disaster, provide voluntary service, assist in providing building materials (donations) Dress Makers A person who makes custom clothing for both men and women Teachers Nurses Assist children with homework, assist in the shelter management programme (managing the shelter and teaching children in shelter), assist in public education programme, temporarily take home children affected by disasters and teach them (based on parental consent) Assist in the following areas: Basic first aid and medical treatment, health service at the emergency shelter Business persons Assist in fundraising activities, provide building material, provide food and other emergency supplies 34

35 CAPACITY Transportation TYPE OF RESOURCES Plumber Welder/Mechanics Fire Fighter Cabinet Maker Sound System Operators/Disc Jockey Boat Repairs Lawyers/Judge Doctors Motorbikes Buses Bicycles Cars Vans TASK Assist in the following areas: emergency shelter, general members of the community (at a cost or voluntary) Assist in repairing emergency vehicles, general service to the community Assist in training emergency response team members, basic first aid, assist in search and rescue operations Assist in the repairing of furniture damaged during a disaster, assist at the Emergency shelter Is a person learnt in law who may offer legal advice to community members May offer first aid assistance and other medical procedures. Assist in emergency transportation taking messages, small supplies, small quantities of food, etc.) Assist in emergency transportation taking messages, small supplies, small quantities of food, etc.) Assist in emergency transportation taking messages, small supplies, small quantities of food, etc. to the needy) Assist in emergency transportation taking messages, small supplies, small quantities of food, etc. to the needy) Assist in emergency transportation taking persons to hospital, transporting food 35

36 CAPACITY TYPE OF RESOURCES Trucks Boats TASK and other emergency supplies, evacuation process Assist in emergency transportation, transporting food and other emergency supplies, evacuation process Assist in emergency transportation, transporting food and other emergency supplies, evacuation process Medical Care Nurses Provide basic health service to the community during an emergency, assist with public education programmes, assist in first aid training, provide first aid items. Community Health Aids Provide basic health care, assist in emergency shelter operations, assist with public education programmes Doctors Monitor threats of disease outbreak, provide health care, assist with public education programme Building/Health Health Centre Serve as medical post in time of emergency Schools/Churches/ Other Buildings Means of Communication Commercial Enterprises Telephone (Cell) Word of Mouth JPS Sirens/ Church Bells Internet Old Harbour Bay Fishing Market Wholesale Supermarket Listed in critical infrastructure Day-to-day and emergency communication Daily and emergency communication To be used as interim early warning system Emergency communication as required. Availability of foods and other emergency supplies 36

37 CAPACITY TYPE OF RESOURCES M.O.A&F Gas Station Shops & Bars TASK Provides fuel for the boats in the fishing village Source of food supplies, alcoholic beverages Networks Barber & Hairdressing Salons Fisheries Division JPS/ Doctor Bird Power Plant/ JB Ethanol WINDALCO Assist community projects before and after a disaster Assist in community projects before and after a disaster Old Harbour Bay Fishing Cooperative CCAM Provide financial assistance to community members before and after a disaster Assist in community projects before and after a disaster OXFAM Catholic Relief Agency Food for the Poor Assist in community projects before and after a disaster Assist in community projects before and after a disaster Assist in community projects before and after a disaster 37

38 CAPACITY Networks Cont d TYPE OF RESOURCES CIDA St. Catherine Parish Council Social Development Commission Office of Disaster Preparedness and Emergency Management (ODPEM) National Solid Waste Mgt. Authority National Works Agency TASK Assist with the development of community business plan and the funding of flood mitigation project. Provide technical assistance on community projects, support to community activities Assist with training and planning general community development Provide technical assistance, facilitate training assist with community disaster risk management activities, support to general community Disaster Risk Reduction activities Assist with garbage collection Assist with road repairs and rehabilitation, also the construction and improvement of drainage systems 38

39 MITIGATION In order to ensure that future development in the community is not exposed to the same hazards as in the past, implementation of a mitigation plan is deemed essential to facilitate sustainable development as well as create an enabling environment for reducing disaster risks. The elements of the community s overall mitigation plan are set out below. Areas Which Should Not Be Developed The following areas in Table 7 below were identified by the community as being unsuitable for future development because these areas are vulnerability to natural hazards. Table PR7: Areas for No Development AREA REASON FOR NO DEVELOPMENT Dagga Bay Flood prone area Seaside (Near Fishing Village Station Lane Peters Lane Buddo Salt gully Panton Town Terminal (In close proximity to power plant Flood prone area Flood prone area 39

40 PR 8: Identify what type of development will be permitted where in the community AREA TYPE OF DEVELOPMENT WHICH WOULD BE SAFE Bourksefeild Housing Kelly Pen Housing Cross Roads Housing Brampton Farms Housing Settlement Housing 40

41 Areas Which Can Be Developed With Appropriate Mitigation Activities These are special areas in the community which could be developed or could be made safer if certain mitigation activities were implemented. Table PR 9: Special Areas for Development AREA Terminal (section furthest from power plant) MITIGATION MEASURES NEEDED Dumping of sand and create buffers to lessen the effects of storm surges/shoreline protection 41

42 Community Mitigation Activities The following are some activities that the community can do itself to reduce the impact from hazards. Table PR 10: Community Mitigation Activities HAZARD ACTIVITY TIMEFRAME Flooding Cleaning Drain/ Frazer Gully Construct and improve storm water drains Construction of housing on elevated floor levels Construction of more culverts Tsunami Drill Public awareness (brochures/pamphlets) Formalizing EWS Garbage Install garbage bins and skips Improve collection (more trucks and more frequent collection) Collection in areas that presently do have garbage collected Public education Fire Public awareness exercise Drills Hurricane Public awareness exercise Strap-it-down programme (Hurricane straps) Shelter inspection and update Secure storage items and emergency supplies Conduct training workshops February - April Jan- Feb (annually) January - December October May - June 42

43 Earthquake Public Awareness exercises Conduct drill Conduct hazard hunt January - February Deforestation Create Reaforestation Campaign Mosquito Infestation Spray the area Public awareness on related diseases Provide Window netting/repelant Dynamite Fishing 43

44 Mitigation Activities Requiring External Help The mitigation activities are beyond the scope of the community and as such require external assistance for successful implementation. Table PR 11: Mitigation Activities Requiring External Help HAZARD ACTIVITY TIMEFRAME Flooding Cleaning Drain/ Frazer Gully -NWA and Parish Council Construct and improve storm water drains February - April Construction of housing on elevated floor levels Construction of more culverts Public Sentisation- ODPEM Tsunami Drill Drills-CERT/ Jamaica Fire Brigade/Jamaica Public March - April Service/Parish Council/ ODPEM/ Old Harbour High School/ Police Public awareness (brochures/pamphlets)- Formalizing EWS CERT/ Parish Council Garbage Install garbage bins and more skips, NSWMA January - December Improve collection (more trucks and more frequent collection), NSWMA Collection in areas that presently do have garbage collected, NSWMA Beach Clean up Activities- volunteer groups, MOH, CCAM/ Public education ODPEM, Parish Disaster Committee, Zonal Committee, NSWMA Fire Public awareness exercise Jamaica Fire Brigade/Jamaica Public October 44

45 HAZARD ACTIVITY TIMEFRAME Service Drills-CERT/ Jamaica Fire Brigade/Jamaica Public Service/Parish Council/ ODPEM/ Old Harbour High School Hurricane Public awareness exercise Parish Disaster Committee, ODPEM Strap-it-down programme (Hurricane straps) Political representatives, ODPEM Shelter inspection and update Parish Disaster Committee, Old Harbour Bay Zonal Committee Secure storage items and emergency supplies Conduct training workshops Earthquake Public Awareness exercises Conduct drill Conduct hazard hunt May - June January - February Mosquito Infestation Fogging the Community MOH, St Catherine Public Health Department, Vector Control Unit/Public awareness on related diseases MOH/Old Harbour Bay Baptist Church, Bayview Health Centre Provide window netting/repellant- Parish Council, Food For the Poor, Red Cross Deforestation 45

46 Mitigation Action Plan The mitigation action plan identifies the disaster risk reduction measures for implementation which will enable the community to become disaster resilient in the long term. The community s Action Plan sets out a prioritized list of activities, timeframe and cost, and responsibility/partner for successful implementation. Table PR 12: Risk Transfer Risk transfer is the process of shifting the financial cost risks from the community to another party so that if there is a disaster the affected community or persons can get some form of compensation. INFORMAL risk transfer options Major stakeholders may give a helping a hand to the community in the event of a natural disaster (e.g. Jamaica Boilers, JPS, JEP) Insurance through Credit Unions FORMAL risk transfer options 46

47 TABLE PR: 13 TRAINING Community Member/Team Area of Training Provided by Who responsible to Organize Time Frame Cost CERT/ CDA/Community Members Dispute Resolution Social Development Commission (SDC)/ Dispute Resolution Foundation Narda Nicholson Vinelle Daley Powell January- May To be determined CERT Community Emergency Operations Centre Training ODPEM and St. Catherine Parish Council Narda Nicholson Vinelle Daley Powell January-May To be determined CERT Leadership Seminars Social Development Commission (SDC)/ Narda Nicholson Vinelle Daley Powell January-May To be determined CERT Initial Damage Assessment (IDA) ODPEM and Parish Disaster Coordinator Narda Nicholson Vinelle Daley Powell January-May To be determined CERT/ CDA/Community Members Swift Water Rescue/Life guard Training Jamaica Fire Brigade/ St. Catherine Parish Disater Committee/ JDF Narda Nicholson Vinelle Daley Powell January- May To be determined 47

48 TABLE PR 14: PUBLIC AWARENESS AND EDUCATION Fire Hazard Public Education Action Public Education Hurricane Earthquake Flooding Landslides -Inform persons of a Community Disaster Plan -Public sensitization -Inform persons of a Community Disaster Plan -Public sensitization -Inform persons of a Community Disaster Plan -Public sensitization -Inform persons of a Community Disaster Plan -Public sensitization -Inform persons of a Community Disaster Plan -Public sensitization Strategy -School workshops -Public meetings -Brochures -School workshops -Public meetings -Brochures -School workshops -Public meetings -Brochures -School workshops -Public meetings -Brochures -School workshops -Public meetings -Brochures Timeline January -May January -May January -May January -May January -May Responsibility Old Harbour Bay CDA/ Fire Department/ ODPEM Narda Nicholson Vinelle Daley Powell Old Harbour Bay CDA/ODPEM/ Narda Nicholson Vinelle Daley Powell Old Harbour Bay CDA/ Fire Department/ ODPEM/ Narda Nicholson Vinelle Daley Powell OldHarbourBay CDAODPEM/ Narda Nicholson Vinelle Daley Powell Old Harbour Bay CDA/ODPEM/ Narda Nicholson/ Vinelle Daley Powell 48

49 Tsunami Inform persons of a Community Disaster Plan -Public sensitization School workshops -Public meetings -Brochures 49

50 PREPAREDNESS AND INITIAL RESPONSE Monitoring Table PR 15: Community Monitoring Programme SITUATION Hazards or dangerous situations in the community Listening to the radio for official information Monitoring marine weather forecasts Liaising with Parish Disaster Committee and Coordinator and ODPEM RESPONSIBILITY Preston Smith Pernell Bartley, Ricardo Fearon Ricardo Fearon Preston Smith Pernell Bartley, Ricardo Fearon Preston Smith Pernell Bartley, Comton Campbell, Mr. Moodie Andrew Gordon, Wycliffe Frater 50

51 Warning The community must be alerted to the possibility of a threat or dangerous situation. Table 13 identifies the traditional warning systems to be used by residents to warn of impending disasters- hurricane/flooding, landslide, storm surge and fire for protection of the community. Table PR 16: Community Early Warning System Currently, there is no formal early warning system in the community. However, the community seeks funding in acquiring any of or a combination of the following in order to set up an effective early warning system: JPS Siren Church Bells Wayside Announcement (Town crier ) Callers and Runners HAZARD TRADITIONAL WARNING RESPONSIBILITY (for alerting DRM Team) Flood Church bells, word of mouth via residents Mr Preston Smith, Mr Pernell Bartley, Mr Ricardo Fearon Fire Word of mouth, sounding of bull horn Mr.Preston Smith Mr Pernell Bartley, Mr. Ricardo Fearon Hurricane Radio, word of mouth via residents, sounding of bull horn Mr. Preston Smith, Mr Pernell Bartley, Ricardo Fearon Tsunami Cellphones Mr Preston Smith, Mr Pernell Bartley, Ricardo Fearon 51

52 Earthquake Word of mouth, sounding of bull horn, cellphones 52

53 The following focal person(s) will be responsible to give warning signals to alert the vulnerable groups and other persons in the community. Table PR17: Early Warning Activity and Responsibility ACTIVITY RESPONSIBILITY MEANS Special needs residents, Old and sick persons Ricardo Fearon-( ) Word of mouth, Cell phone, telephone and house visits Mothers with babies and young children Ricardo Fearon-( ) Word of mouth, Cell phone, telephone and house visits The Schools: Ricardo Fearon - ( ) St Wade Basic School Blackwood Gardens Basic School Prophecy Basic School Cell phone, Telephone, word of mouth, visits Old Harbour Bay SDA Basic School Members of the community who are sea Ricardo Fearon -( ) Cell phone Evacuation zones residents Ricardo Fearon -( ) Cell phone, word of mouth, visits 53

54 ACTIVITY RESPONSIBILITY MEANS Rest of community Ricardo Fearon ( ) Cell phone, word of mouth, visits Update PDC and ODPEM Andrew Gordon ( ), Ricardo Fearon ( ) Cell phone, Landline, , fax Evacuation The evacuation plan will be a guide for the whole community to coordinate their efforts with disseminating early warning to ensure timely and orderly evacuation of the vulnerable areas and persons. The following areas or districts should be evacuated during an emergency. Table PR18: Areas to be evacuated during an Emergency AREA/CLUSTER Kelly s Pen, Terminal Road, Burkesfield, Blackwood Gardens, Moore Pen Dagger Bay, Seaside, Buddo, Station Lane, Peter Lane, Panton Town Thompson Pen, Settlement, Narine Lane, Salt Gully, Bay Bottom REASON FOR EVACUATING Hurricane, Tsunami, Earthquake & Flooding Hurricane, Tsunami, Earthquake & Flooding Hurricane, Tsunami, Earthquake & Flooding 54

55 In the event that sections of the community identified above needs to be evacuated, the following assembly points are to be used. The assembly point coordinators will be in charge to organize and direct the evacuation process as well as manage the movement of residents, especially the vulnerable. Evacuation Route The following evacuation route(s) are to be used as outline in the table below. Community members should proceed from the assembly point identified above and bold in Table to the designated shelters. Table PR19: Evacuation Route and Mode of Transportation to Emergency Shelter AREA FOR EVACUATION EVACUATION ROUTE SHELTER TRANSPORTATION ASSEMBLY POINT & COORD. Dagger Bay, Seaside, Buddo, Station Lane, Peter Lane, Panton Town Kelly s Pen, Terminal Road, Burkesfield, Blackwood Gardens, Moore Pen *There is one main road in and out of the community therefore all communities precede northward along the Old Harbour Bay main road in the event of the disaster. *There is one main road in and out of the community therefore all communities precede northward along the Old Harbour Bay main road Old Harbour High School,Old Harbour St. Catherine Old Harbour High School,Old Harbour St. Catherine Bicycle, walk, private and public transportation Bicycle, walk, private and public transportation Old Harbour Bay Square Sandra Nembhard Old Harbour Bay Square Sandra Nembhard

56 Thompson Pen, Settlement, Narine Lane, Salt Gully, Bay Bottom in the event of the disaster. *There is one main road in and out of the community therefore all communities precede northward along the Old Harbour Bay main road in the event of the disaster. Old Harbour High School, Old Harbour St. Catherine Bicycle, walk, private and public transportation Old Harbour Bay Square Sandra Nembhard

57 The evacuation procedure for the community is detailed below in Table PR 20. Table PR20: Evacuation Procedures ACTIVITY Evaluate threat or liaise with PDC/ODPEM on need for evacuation Alert residents on possible evacuation Decide on timing Ensure special needs populations are assisted Organize transportation for evacuees Identify evacuation route (s) to be used Ensure shelter (s) are available Register all persons who are evacuating and their destination Initiate evacuation process Check that all areas safely evacuated Notify Parish Disaster Committee/ODPEM RESPONSIBILITY Mr. Andrew Gordon, Ms. Paulette Coley Ms. Paulette Coley Mr. Andrew Gordon, Ms. Paulette Coley & Rev Sandra Nembhard Mr. Ricardo Fearon & Ms. Paulette Coley Mr. Andrew Gordon, Ms. Paulette Coley Ms. Paulette Coley Rev. Sandra Nembhard Rev. Sandra Nembhard & Ms. Paulette Coley Mr. Ricardo Fearon & Ms. Paulette Coley Mr. Preston Smith & Mr. Pernell Bartley Mr. Andrew Gordon 57

58 Shelter The evacuated community members should be transported to the designated shelters listed in Table 18 below. Table PR21: List of Official and Unofficial Emergency Shelters SHELTER NAME AND LOCATION ACCESS ROUTE TO SHELTER TYPE OF USE CONDITION OF SHELTER AREA SERVED SHELTER MANAGER Name and Contact Number AGENCY/LIASION OFFICER (Name, Contact) Old Harbour High School Old Harbour St. Catherine Proposal to use the New Testament Church of God Main Street Old Harbour Bay Disaster Unsatisfactory Old Harbour Bay, Bushy Park Rev. Sandra Nembhard Mrs. Camille Cheese Mrs. P. Coley Mr. H. Coley Mr. Pernell Bartley Rev. Sandra Nembhard or

59 The community Action Plan sets out the preparedness activities to be done for a planning cycle Table PR22: Community Preparedness Action Plan ACTIVITY RESPONSIBILITY TIMEFRAME Secure first aid and search and rescue kits Mr. Andrew Gordon & Mr. Ricardo Fearon April May Training Drills and workshops Ms, Narda Nicholson & Mr. Andrew Gordon January June Inform the Councilor to Maintain Frazers Gully Mr. Andrew Gordon January March Arrange access to relief supplies Mr. Ricardo Fearon May June Prepare Hurricane Awareness Campaign Ms. Narda Nicholson January - March 59

60 Simulation and Drills The Community Emergency Response Team (CERT) will organize with the relevant agencies to conduct drills and simulation exercises for fire and earthquake preparedness and response. These exercises will allow for the testing of the disaster plan to show strengths and weakness in the capability of the community to respond during an emergency. Table PR23: Simulation and Drills Type of Drills per Year Schedule of Dates Organizer Exercise/ Drill (Who is responsible) Fire Drill 2 Bi- annually Old Harbour Bay CDA/Parish Disaster Coordinator/ODPEM Hurricane Drill 1 December- May Old Harbour Bay CDA/Parish Disaster Coordinator/ODPEM Flood Simulation 2 Bi-annually Old Harbour Bay CDA/Parish Disaster Coordinator/ODPEM Tsunami Drill 1 February Old Harbour Bay CDA/Parish Disaster Coordinator/ODPEM Earthquake Drill 4 Quarterly Periods Old Harbour Bay CDA/Parish Disaster Coordinator/ODPEM 60

61 Response Search and Rescue/First Aid/Emergency Medical Care Table PO1: Response Procedure Search and Rescue/First Aid/Emergency Medical Care ACTIVITY RESPONSIBILITY SHORT REPORT Send out Search and Rescue and First Aid Team to check on: Elderly, Persons with Disabilities, Single Mothers Mr. Andrew Gordon & Rev. Sandra Nembhard Zonal Chairman and Parish Disaster Coordinator Damaged buildings and houses for occupants Ms. Karen Dixon, Mr. Ricardo Fearon Persons stranded by floodwater Ms. Karen Dixon Check for: Deaths, Injuries Ms. Paulette Colley, Mr. Ricardo Fearon Persons in need of emergency assistance Check if any members of the community thought to be missing at sea Call for any external assistance Update PDC, ODPEM Update Community Ms. Paulette Coley Mr. Ricardo Fearon *Mr. Moodie (Br. Junior) Mr. Andrew Gordon & Ms. Camille Cheese Mr. Andrew Gordon Rev. Sandra Nembhard & Mr. Andrew Gordon 61

62 Initial Damage Assessment The following persons will conduct damage assessment and report damages and needs to relevant agencies: Mr. Andrew Gordon & Ms. Karen Dixon Table PO2: Community Damage Assessors Roads : Open Closed ACTIVITY RESPONSIBILITY REPORT RECEIVED In need of urgent repair to provide access: Power: Fallen lines, poles, transformers: Send out Rapid Damage Assessment Team to check on: Ms. Karen Dixon & Mr. Ricardo Fearon Ms. Karen Dixon & Mr. Ricardo Fearon Zonal Chairman to Parish Disaster Coordinator Zonal Chairman to Parish Disaster Coordinator Any dangerous situation e.g. live wires, raw sewage, leaking gas etc Water lines: Ms. Karen Dixon & Mr. Ricardo Fearon Zonal Chairman to Parish Disaster Broken, missing sections, availability Coordinator Community Centre Describe state of: 62

63 ACTIVITY RESPONSIBILITY REPORT RECEIVED Schools Ms. Karen Dixon, Ms. Camille Cheese & Mr. Ricardo Fearon Clinic Churches Shops, other businesses Means of livelihood Boats, fishing gear, spear fishing Ms. Karen Dixon & Mr. Ricardo Fearon Ms. Karen Dixon & Mr. Ricardo Fearon Ms. Karen Dixon & Mr. Ricardo Fearon Ms. Karen Dixon & Mr. Ricardo Fearon 63

64 Response Action Plan Based on the initial damage assessments, the following priorities for response in the Action Plan were identified. Table PO3: Community Response Action Plan RESPONSE ACTIONS IN ORDER OF PRIORITY Evacuate vulnerable persons (outside of Laycock and Jack Adam Pond) Clearing of blocked roads Feeding persons in shelters Attending to medical needs/emergencies Provide counseling RESPONSIBILITY Mr. Andrew Gordon will lead team and help to appoint other persons to assist with the evacuation process Mr. Ricardo Fearon will lead team and help to appoint other persons to assist with the process Rev Sandra Nembhard will lead team and appoint other persons to assist with the process of feeding persons at the shelter (s) Ms. Paulette Coley & Rev Sandra Nembhard will lead team and appoint other persons to assist with the process Church Community and relevant partner agencies TIMEFRAME As soon as possible After a all clear is given by the ODPEM During the activation of the shelter As soon as possible As soon as possible 64

65 RELIEF Table PO4: Welfare and Relief ACTIVITY RESPONSIBILITY Identify members of community who: Received damage Need shelter Lost means of income Need assistance Identify members of the community in need of psycho-social support or counseling Compile list and update PDC, ODPEM Ms. Karen Dixon, Mr. Ricardo Fearon and other appointed persons Rev Sandra Nembhard Ms. Paulette Coley Ms. Paulette Coley Ms. Paulette Coley, Rev Sandra Nembhard & Church community Mr. Andrew Gordon 65

66 RECOVERY Recovery Action Plan Table PO5: Community Recovery Action Plan ACTIVITY PRIORITY RESPONSIBILITY TIMEFRAME COST Clearing of Roads 1 Ms. Karen Dixon, Mr. Ricardo Fearon and other appointed persons Repairing of damaged roofs Restoration of public utilities Evacuation of shelters for resumption of normal use 1 Ms. Paulette Coley Ms. Karen Dixon, Mr. Ricardo Fearon and other appointed persons 1 Ms. Paulette Coley Ms. Karen Dixon, Mr. Ricardo Fearon and other appointed persons 2 Mr. Andrew Gordon & Rev Sandra Nembhard (in collaboration with Coordinators - Mrs. Patricia Lewis As soon as possible Immediately after the event has passed and assessments are done As soon as possible As soon as all clear is given from ODPEM and it is safe to go back into the community To be determined To be determined To be determined To be determined 66

67 APPEDNIX 1 STAKEHOLDER RELATIONSHIP Agency/ Organization/ Representative Nature of Relationship Contact Person Social Development Commission Very Good Mrs. Gardner Contact Number Old Harbor Bay Primary School Very Good Mr. Thompson (Principal) Old Harbour Zonal Disaster Committee Very Good Mr. Frater Jamaica Energy Partners Good Human Resource Manager Jamaica Public Service Company Limited Good Human Resource Manager Fisherman Cooperation Good Fisher Folk Council & Fisheries Good Mr. Samuel Senior Old Harbour Bay Police Station Good Hardwares - Max - Bartley s Small businesses Good Good Old Harour Bay Baptist Union Very Good Rev. George Campbell Faith Bible Baptist Fair Pastor Reid 67

68 Jamaica Free Baptist Very Good Rev. Sandra Nembhard or Church of God of Prophecy Fair Bishop Thomas McDonald Seventh Day Adventist Good Elder Samuels Elder Wallis Fire Baptise Fair New Testament Church of God St. Phillips Anglican Rufe Temple Mount Zion Temple Straight Gate Apostolic Babtist Bay Basic St. Wades Basic Blackwood Gordons Basic Seventh Day Adventist Basic Church of God of Prophecy Basic Fair Fair Fair Fair Fair Good Fair Fair Good Fair 68

69 APPENDIX 2 COMMUNITY PROBLEM TREE Loss of livestock and crops Unemployment Loss of property Temporary dislocation Loss of lives Mosquito infestation Loss of income Health outbreaks Loss of livelihood Dynamite fishing Lack of temporary shelters Improper Garbage Disposal Storm Surges Flooding Blocked Drains Deforestation Lack of public awareness Building/living in lowlying areas 69

70 APPENDIX 3 TERMS OF REFERENCE CDRM GROUP CONCEPT CDRM Group The Community Disaster Risk Management (CDRM) Group is that arm of the community which has taken on the role of local level advocacy and planning for Disaster Risk Reduction activities at the community level. All matters relating to prevention, mitigation, preparedness, response and recovery are therefore, the preview of the group. They shall be the team that leads the development of Community DRM Plans and links directly the Parish Disaster Committee and other local level agencies/ngos regarding disaster management. N.B The ODPEM has previously promoted the establishment of Zonal Committees as that local/community level body with responsibilities for Disaster Management. CDRM teams are being postulated as a re-visioning of zonal groups in keeping with current Disaster Risk Reduction (DRR) initiatives. Therefore, for all intent and purposes the groups are interchangeable in name and function. Management and reduction of disaster risk being the major difference/improvement. Executive Membership Chairman Vice Chairman Secretary Treasurer Assistant Secretary Coordinator Public Education & Fundraising Coordinator Vulnerability & Risk Identification Coordinator Prevention & Mitigation Coordinator Response & Recovery 70

71 The executive membership of the DRM Group may assume that of an existing CBO Structure or Zonal Committee. The Coordinators outlined above must be made part of any existing structure to be used. This committee will operate in a similar way to any standard existing community organization. Community Organization with responsibility for CDRM Any existing Community Based Organization (CBO) that is active should be made part of the DRM Group. Where there is no existing CBO, the community should form the executive membership of the DRM Group from reliable individuals with leadership qualities in the community. Individuals who are not members of an existing CBO may be made part of the DRM Group. These individuals may be: o Assigned/ appointed as coordinators only, where there is an active CBO o Assigned/ appointed as any part of the executive membership where there is no active CBO. Naming the CDRM Group The DRM group will assume the name of the existing CBO that will carry out the functions of the group OR the name of the existing Zonal Committee. Where no CBO exists the name may be decided by the community leadership The DRM tag should remain to indicate Leadership the CDRM Group Leadership of the group will be the same as that of the existing CBO or Zonal Structure (this includes the already assigned individuals). Where there is no existing group (CBO or Zonal); the persons engaged by the facilitation team and have shown interest should be encouraged to assume responsibilities. The leadership, specifically President and Vice President should maintain regular dialogue with the Parish Disaster Coordinator for guidance and support. Frequency of CDRM Meetings The group should meet officially on an average bi-monthly (every 2 months). However, for existing groups they should include DRM as an agenda item at the regular CBO (E.g. Citizens Association) or Zonal Meetings. 71

72 Special meetings, briefings, and workshop sessions may be called by the execute as is necessary inviting stakeholders as appropriate. Funding of CDRM Group and Activities The group is expected to mobilize support of community stakeholders to provide funding for programmes and activities. Other sources of funding will include: Fundraising activities Proposal writing to private sector and donor agencies Donations or Grants Parish Disaster Committee ODPEM Government entities with specific mandates Interaction with Local Authorities and the Parish Disaster Committee (PDC) The President or Vice President of the CDRM group must attend the PDC Meetings, as invited by the Parish Disaster Coordinator. The group must provide the Parish Disaster Coordinator with DRM related information that will support community and parish interventions The Parish Disaster Coordinator should be invited to attend CDRM Group Meetings on occasions and are deemed an exofficio member of the CDRM Group Interact with ODPEM and other technical agencies/departments (local or national) ODPEM: ODPEM to provide the CDRM Group with technical advice for the development and review of the CDRM Plan through the Parish Disaster Coordinator. ODPEM to provide the community with disaster related information through the Parish Disaster Coordinator Any request for assistance or information by the CDRM Group must be channeled through the respective Parish Disaster Coordinator. 72

73 Other Technical Agencies Any official request or engagement of agencies or departments of government regarding training, disaster related information or programming must be channeled through the Parish Coordinator. CDRM Groups my however, formally write to agencies/departments regarding the respective agencies functions or execution of same in relation to the community. Interaction with Councillors, Members of Parliament and other political representatives Political representatives must be seen as a significant resource to the CDRM Groups and Communities. Sharing of issues, concerns and needs of the community or CDRM group may be facilitated through representation at the Parish Disaster Committee level. Initial engagement of political representatives may also be channeled through the Parish Disaster Coordinator. The CDRM group after formal introduction through the Parish Disaster Committee may make direct contact with political representatives regarding issues of the community. It is recommended that formal (written) communication be made as far as possible. Interaction with Private Sector and other NGOs/CBOs CDRM Group should recognize existing private sector organizations and NGOs/CBOs within the community as critical stakeholders. Parish Disaster Coordinators should be approached to make initial contacts with these groupings on behave of the CDRM group. CDRM group may maintain contact (formally and informally), however, it is encourage that the CDRM group executive discuss with representatives from these groups (private sector, NGOs/CBOs) the possibilities of partnerships (mutual help). Recording keeping by CDRM Group Minutes/notes of all meetings of the group should be formally kept in a safe place. Correspondence, financials and other documents regarding the CDRM group or community should be safe a secure place. A copy of the CDRM Plan must be in the possession of the Parish Council. A copy should also be in any dedicated facility used for meeting and planning. 73

74 General documents kept by the group such as minutes, brochures, financial records and other documents should be held by the President, Secretary or any other executive appointed by the group where a dedicated facility does not exist. Wider Community Involvement CDRM team should constantly engage wider community through meetings, forums, brochures, flyers and pamphlets. Views, concerns, and issues of the community regarding disaster matters must be discussed within the group and possible solutions identified. Public education and awareness should integral for community involvement. CDRM should establish creative initiatives for garnering community support and involvement. Roles & Functions of the Executive Membership for DRM Chairman: Assume similar duties as outlined in existing CBO or Zonal Committee Vice Chairman: Assume similar duties as outlined in existing CBO or Zonal Committee Secretary: Assume similar duties as outlined in existing CBO or Zonal Committee Treasurer: Assume similar duties as outlined in existing CBO or Zonal Committee Assistant Secretary: Assume similar duties as outlined in existing CBO or Zonal Committee Coordinator Public Education & Fundraising To develop DRM public education programmes for the schools, churches, and CBOs in the community To source and distribute Disaster Preparedness brochures and other education material To identify Community DRM Training needs and communicate them to the Parish Disaster Coordinator To work with the PDC and other partners in organizing training programmes in the community Identify sources of funding for educational and training programmes to be conducted Provide the Parish Disaster Coordinator (through the President) with updates and status reports on the effectiveness of training and public education and awareness programmes 74

75 Conduct fundraising initiatives to support community DRM objectives. Coordinator Vulnerability & Risk Identification Identify and Assess historical hazard impacts Conduct research on changing hazard risk trends in the community Calculate the probability of occurrence of hazard events Develop and maintain list of critical facilities at risk Conduct vulnerability capacity Assessments Prepare vulnerability and risk identification reports to be submitted to the Parish Disaster Coordinator Provide the Prevention and Mitigation Coordinator with information on vulnerability and risks in the community. Evaluate risk assessments, risk management plans, and risk monitoring results as directed and recommend appropriate actions. Ongoing, systematic and consistent observation of hazard-related parameters. Ensuring that the data can be located and retrieved by users. Takes lead in vulnerability assessment tasks. Notifying residents of vulnerable areas to disasters via the DRM Group meetings. Estimate expected damage in the event of a disaster. Identify the vulnerable assets of the community and the associated risks Solicit support of key community members for execution of responsibilities; especially elderly and trained professionals. Coordinator Prevention & Mitigation Duties related to Mitigation 75

76 Assess hazard impacts. Identify areas of damage that would require reconstruction to existing codes and regulations. Renew and evaluate existing mitigation plans, emergency plans and strategies. Organize the development of Prevention and Mitigation Action Plans for implementation with the help of the Parish Disaster Coordinator and larger CDRM. Recommend appropriate hazard mitigation measures for reducing the impact of a disaster. Review and evaluate existing hazard mitigation plans and other pertinent information, such as, urban renewal, rehabilitation, or master plans. Duties related to Prevention To know the main areas of risk and to take steps to prevent hazard impact/exposure or detect any problems as early as possible. To assess training needs and communicate them to the Public Education Coordinator To ensure good lines of communication with all coordinators Conduct/facilitate community hazard hunts with the help of the Parish Coordinator and CDRM team. Coordinator Response & Recovery The Response Coordinator has primary responsibility for the coordination and contractual management of the emergency response projects/initiatives. Ensure that adequate needs assessments are carried out in accordance with good DRM practice. 76

77 Advise and support where necessary and to monitor the response. Recommend relevant and appropriate training where necessary in minimum standards in emergency response. Ensure systems are in place for monitoring and evaluating the impact of the disaster. Takes lead in damage assessment and disaster recovery tasks. Plan and organize disaster recovery activities along with the aid of the Parish Disaster Coordinator Report the status of the disaster recovery activity. Identifies acceptable recovery time periods. Establishes disaster recovery testing methodologies. Recommend disaster recovery planning and training activities. Provides instructional and informational materials on how to respond during an emergency. Develops and maintains SOPs for emergency/disaster response and recovery with the aid of the PDC. Plan regular exercises to test community plans Monitors the effectiveness of procedures during evacuation drills and revises the procedures as necessary. Maintains contact with outside sources participating in reciprocal agreements. Ensures that as new equipment, facilities, services, and systems are installed that the disaster response and recovery issues are highlighted and addressed. Maintains contact with outside contingency planning professional organizations and local or regional emergency response groups. Ensure and recommends establishment of CERTs as appropriate. 77

78 CDRM Group Assignment POSITION PERSON ASSIGNED CONTACT DETAILS (Telephone, cell, address, ) President Andrew Gordon , Vice President Sandra Nembhard Secretary Camille Cheese , Treasurer Vinelle Dailey-Powell Assistant Secretary Karen Dixon Public Education & Fundraising Coordinator Vulnerability & Risk Identification Coordinator Prevention & Mitigation Coordinator Response and Recovery Coordinator Narda Nicholson Preston Smith Pernell Bartley , Ricardo Fearon , Paulette Coley

79 APPENDIX 4 CDRM GROUP HURRICANE - STANDARD OPERATING PROCEDURES (SOP) Purpose The purpose of this Hurricane SOP is to establish the necessary action steps for an effective and safe response to Hurricanes that could potentially affect the community of Old Harbour Bay. Hurricanes could result in damages to community infrastructure and facilities, loss of life and property, and other incidents with varying severity from minimal to catastrophic; depending on the intensity of the hurricane. The CDRM Group shall work with government organizations, NGOs/CBOs, private sector and other stakeholders to facilitate the safety of community members. It is the intent of this SOP to maintain clearly defined procedures for before, during and after hurricane events. Hurricanes occur primarily during a distinct season that runs from June 1 to November 30. Objectives The concepts and procedures in this SOP are set to: Facilitate coordination among community members and the CDRM Group in preparing for and responding to hurricanes. Ensure a logical and sequenced set of actions for community response. Assign specific task to ensure collaboration and execution activities. Threat Assessment The National Oceanic and Atmospheric Administration, provides an annual forecast for the Hurricane Season. Information regarding forecast is communicated through the Meteorological Service of Jamaica (Met Office) and the ODPEM. The annual anticipated threat for the purpose of this plan includes: At least one (1) hurricane event or near miss (with significant wind and rain). Significant rain events during the period at least one (1) affecting community. Basic Planning Assumptions At least one major Hurricane will probably affect the country/community 79

80 CDRM Group will remain active and functional Community members will be responsive to CDRM Group programmes, initiatives, warning and other information. There is commitment and support from agencies and departments of government to assist community. Community is will to utilize their own resources in preparedness and response. CDRM Group will train and establish Community Emergency Response Team(s) (CERTs). Concept of Operations These SOPs are designed to establish a concept of operations spanning the direction and control of the disaster from an initial monitoring through post-disaster response, recovery, and mitigation. All activities are community driven, with technical assistance provided by agencies, departments, NGOs and private sector as necessary. Procedures will be categorized into the following phases: Phase 1: Prevention, Preparedness and Mitigation (January through to 144 hours before impact). Phase 2: Alert (144 hours up to 72 hours before impact) Phase 3: Event and Event Response (72 hours before impact through to 120 hours after landfall/all Clear) Phase 4: Recovery 80

81 ACRONYMS AAR CERT CDRMG DRM EOC NEOC NGO OHDAC ODPEM PDC PEOC After Action Report Community Emergency Response Team Community-based Disaster Risk Management Group Disaster Risk Management Emergency Operations Center National Emergency Operations Center Non Government Organization Old Harbour Development Area Committee Office of Disaster Preparedness and Emergency Management Parish Disaster Coordinator/Committee Parish Emergency Operations Center 81

82 DEFINITIONS All Clear An All Clear is a statement issued by the pertinent authority when a threat has passed. The All Clear, for a Hurricane is when the storm has passed and the associated strong impacts from winds and rains will no longer affect the country/community. Emergency Operations Center (EOC) A multi-agency coordination center that provides support and coordination to the on-scene responders. Incident An event that occurs that may lead to an emergency condition. Tropical Disturbance A tropical disturbance is a cluster of thunderstorms poorly organized. Tropical Depression A tropical depression is a cluster of storms organized around a central circulation with surface wind speeds of 38 mph or less. Tropical Storm A tropical storm is a cluster of smaller storms with substantial circular rotation and sustained surface winds of mph. Hurricane A hurricane is a large tropical storm with winds of 74 mph or greater, moving counterclockwise. In addition to intense winds, hurricanes are accompanied by heavy rains, flooding along the coast, flooding inland and tornadoes. The Saffir-Simpson Hurricane Scale is a one to five rating based on the hurricane's present intensity. This is used to give an estimate of the potential property damage and flooding expected along the coast from a hurricane landfall. Wind speed is the determining factor of this scale. 82

83 Hurricane Categories Category One Hurricane A Category One Hurricane has winds of 74 to 95 mph and is typically characterized by minimal damage. Storm surge is generally 4 to 5 feet above normal. Category Two Hurricane A Category Two Hurricane has winds of 96 to 110 mph and is typically characterized by moderate damage. Storm surge is generally 6 to 8 feet above normal. Category Three Hurricane A Category Three Hurricane has winds of 111 to 130 mph and is typically characterized by extensive damage. Storm surge is generally 9 to 12 feet above normal. Category Four Hurricane A Category Four Hurricane has winds of 131 to 155 mph and is typically characterized by extreme damage. Storm surge is generally 13 to 18 feet above normal. Category Five Hurricane A Category Five Hurricane has winds of greater than 155 mph and is typically characterized by catastrophic damage. Storm surge is generally greater than 18 feet above normal. Warnings and Watches The National and Regional Weather Service issues the following types of warnings and watches associated with tropical storms: Tropical Storm Watch A tropical storm watch is issued when tropical storm conditions, including winds from 39 to 73 mph, pose a possible threat to a specified coastal area within 36 to 48 hours. 83

84 Tropical Storm Warning A tropical storm warning is issued when tropical storm conditions, including winds from 39 to 73 mph, are expected in a specified coastal area within 36 hours or less. Hurricane Watch A hurricane watch is issued for a specified coastal area for which a hurricane or a hurricane-related hazard is a possible threat within 36 to 48 hours. Hurricane Warning A hurricane warning is issued when a hurricane with sustained winds of 74 mph or higher is expected in a specified coastal area in 36 hours or less. Flash Flood Watch A flash flood watch means a flash flood is possible in an area and everyone should stay alert. Flash Flood Warning A flash flood warning means a flooding has been report and flash flood is imminent and everyone in the area should take immediate action to protect lives and property. 84

85 OPERATING PROCEDURES Phase 1: Prevention, Mitigation and Preparedness (January through to 5 Days before impact). Prevention, Mitigation and Preparedness activities as mentioned in these SOPs are specific actions to be taken by respective CDRM Coordinators and their teams (drafted support persons) to ensure proper planning and coordination for hurricane emergency. Coordinators should utilize other information and measures highlighted in the CDRM Plan to as a guide for other actions. ACTIVITIES RESPONSIBLE PERSON(S) 1. Continue to support and promote public information and awareness programmes. Narda Nicholson 2. Sensitize special needs population Narda Nicholson 3. Organize how special needs population will be evacuated and transportation required. 4. Put arrangements in place to have vehicles to be used in evacuation fuelled with petrol 5. Send a reminder/update to the Fire Brigade of the evacuation route for the community. Do a walk through if possible 6. Sensitization of persons in the community without vehicles of assembly area for transportation to more safe location. 7. Identify areas in the community where high potential for infrastructure/property damages. Sandra Nembhard Sandra Nembhard Sandra Nembhard Narda Nicholson Preston Smith/Pernell Bartley 85

86 8. Ensure DRM teams are aware of all high risk locations in the community. Preston Smith/Pernell Bartley 9. Prepare areas for sheltering persons in need Sandra Nembhard 10. Re-engage community volunteers to provide assistance in shelters and other areas. Consult with PDC for facilitating training or refresher courses. 11. Ensure new developments are assessed and relevant measures put in place to safeguard community. 12. Organize mitigation and prevent projects and work days with technical guidance from relevant agencies (with the help of the PDC. Sandra Nembhard Ricardo Fearon Ricardo Fearon Phase 2: Alert (5 Days up to 72 hours before impact) ACTIVITIES 1. Meet and assess the community s state of preparedness for a hurricane 2. Advise community to listen to all weather advisories Andrew Gordon & DRM Team Narda Nicholson RESPONSIBLE PERSON(S) 86

87 1. Issue warning of threat Sandra Nembhard 2. Alert and notify: PDC that community DRM teams are activated Other CBOs Shelter Managers Response personnel 3. Make available all relevant information on the hazard to the general community. 1. Pre-check and activate SOPs 2. Alert all trained community first aiders and search and rescue personnel. Sandra Nembhard 3. Have first-aid kits prepared Personal for families: Make sure your family goes over the family disaster plan. Make plans for protecting your house, especially the roof, windows and doors. Have flashlight and extra batteries Have portable battery-operated radio and Paulette Coley 87

88 extra batteries Ensure provisions are put in place for emergency food and water. Protecting the community: Trim dead or weak branches from trees. Ricardo Fearon/Sandra Nembhard Clear all drains that will cause flooding Listen to all weather advisories and information from ODPEM, MET office, and communicate with PDC. Andrew Gordon/Sandra Nembhard/Karen Dixon Phase 3: Event and Event Response (72 hours before impact through to 5 Days after landfall/all Clear) ACTIVITIES RESPONSIBLE PERSON(S) DRM Team Advise the Community to listen to all weather advisories and remain alert Continue to listen to all weather advisories and reports. Andrew Gordon/Sandra Nembhard/Karen Dixon Andrew Gordon/Sandra Nembhard/Karen Dixon 88

89 A. HURRICANE WATCH - 48 Hours before Impact ACTIVITIES RESPONSIBLE PERSON(S) 1. Personal preparation food supplies 2. Securing official documents 3. Securing home and get rid of all thing around the yard that can be missile in a hurricane 4. Check on neighbours that may need help Ensure the Elderly and Physical challenged are notified and assisted to prepare for event. Paulette Coley Paulette Coley B. HURRICANE WARNING - 36 Hours before impact ACTIVITIES 1. Activate and brief all community teams and volunteers Paulette Coley 2. Test the systems of communication within the community. 3. If cell phones are the be used ensure credit is bought 4. Ensure phones can be charged RESPONSIBLE PERSON(S) Activate volunteers to be on standby to assist with damage assessment. Conduct briefing of these volunteers 1. Activate and prepare emergency shelters Paulette Coley Paulette Coley 89

90 2. Deploy relief and welfare volunteers to emergency shelters Ensure contacts are made with the PDC and other stakeholders for assessment of shelter facilities if necessary. Paulette Coley Contact PDC and prepare to Initiate evacuation procedures for the community 1. Re-check arrangements and MOUs with private bus owners and other volunteers in the community. 2. Pre-position the following resources to areas which will potentially be cut off: Paulette Coley Paulette Coley/Sandra Nembhard Paulette Coley/Sandra Nembhard/Andrew Gordon Food stocks/welfare items Communications equipment Manpower Power saws 3. Refuel vehicles 1. Encourage residents to activate family plans Paulette Coley/Sandra Nembhard/Andrew Gordon 2. Pre-position resources: List these resources equipment, ropes, etc 90

91 Food stocks/welfare items Communications equipment Manpower C. 24 Hours before impact ACTIVITIES 1. Notify PDC of activation of evacuation plan 2. Consult PDC on all matters relating to the activation of any or all evacuation systems. Paulette Coley RESPONSIBLE PERSON(S) Activate and test local communications links and report to PDC. Brief community of activation of evacuation and persons to be evacuated: Review evacuation routes and gather your disaster supply kit in case you are instructed to evacuate. Communicate assembly points and deploy marshals. Make contact with shelter managers to receive evacues. Inform PDC of actions to be taken. All electricity and gas supplies should be shut-down when closing businesses or evacuating homes Ensure the Elderly and Physically challenged to be evacuated Ensure registration of all evacuated Check that all needing evac are safely Paulette Coley Paulette Coley 91

92 evacuated. Monitor radio for hurricane warnings and public information via news releases through ODPEM and Met office Monitor Radios for precautionary tips together with packaged information of the activities of responding agencies. Alert community Initial Damage Assessment Team(s). Confirm lines of credit with merchants to enable easy access to relief supplies after the disaster Paulette Coley Paulette Coley Paulette Coley D. 16 Hours before Impact to Landfall ACTIVITIES 1. Maintain contact with PEOC RESPONSIBLE PERSON(S) Andrew Gordon/Sandra Nembhard/Paulette Coley 2. Advise PEOC of weather conditions and state of preparedness 3. Confirm arrival and status of evacuees in 92

93 shelters 4. Check in with standby teams and community response personnel E. THE BLOW ACTIVITIES Monitor and report events as far as possible. Maintain contact with PEOC, Shelters and response personnel. RESPONSIBLE PERSON(S) Andrew Gordon/Sandra Nembhard/Paulette Coley Paulette Coley F. AFTERMATH (IMMEDIATELY following the blow to 5 Days after all clear) ACTIVITIES RESPONSIBLE PERSON(S) 1. Check with PDC for persons to return home but only after authorities say it is safe to do so. Keep tuned to your local radio or TV station for recovery information. Confirm All Clear 1. Deploy community damage survey teams or assessors 2. Deploy community response teams to check on vulnerable (elderly and physically challenged) and critical facilities. Paulette Coley Paulette Coley 93

94 3. Check for deaths, injuries and persons needing emergency assistance 4. Conduct first aid and search and rescue operations as necessary 5. Notify PEOC of critical/emergency cases 6. Provide PEOC with status report F (a) Up to 48 Hours after All Clear ACTIVITIES Provide initial damage survey and needs of the community 1. Provide ground reconnaissance intelligence to the PDC. 2. Assist the Fire Brigade and NWA with road clearing, and search and rescue activities through the PEOC. 3. Assist with the establishment and staffing of registration centres. Beware of downed or loose power lines. Report them immediately to the JPS, Police or Fire Department. Advise community members to enter their homes with caution: Paulette Coley Paulette Coley Paulette Coley RESPONSIBLE PERSON(S) Open windows and doors to ventilate or dry your home. Do not use candles or open flames in doors. Use a flashlight to inspect for damage. Check for gas leaks. If they smell gas or hear a blowing or hissing noise, quickly leave the building and leave the doors 94

95 open. Call the gas company. Look for electrical system damage. If they see sparks or frayed wires, turn off electricity at the main fuse box. If they have to step in water to reach the electric box, call an electrician for advice. 1. Check for sewage and water-line damage. 2. If you suspect there is such damage, call the NWC company and or PDC. 3. Advise community not to drink or prepare food with tap water until notified it is safe to do so. Paulette Coley F (b) 48 Hours to 5 Days After All Clear ACTIVITIES Constantly advise the community : To conserve water and food To stay living at their homes if it is safe to do so To take particular care with hygiene and sanitary practices Of measures being taken with respect to provision of food and water and restoration of public utilities 1. Coordinate requests for and offers of assistance through the PEOC. 2. Coordinate reconnaissance and damage Paulette Coley Paulette Coley RESPONSIBLE PERSON(S) 95

96 assessment teams through the PEOC 3. Ascertain the early requirements for Government assistance in re-establishing the community. Coordinate the establishment, staffing and management of emergency shelters for sustained use in community. Encourage persons affected to stay with friends or family as first options. Coordinate requests, receipt and distribution of food, clothing and water supplies through the PEOC 1. Assist with the distribution of supplies d 2. Assist with the tracing of missing persons 3. Assist with needs assessments 4. Assist in the provision of welfare information to persons affected. 5. Begin to effect minor repairs to critical facilities and clear road ways and drains Continue to provide feedback and assistance to the community through the PDC and PEOC. Paulette Coley Paulette Coley Paulette Coley Paulette Coley Paulette Coley Paulette Coley Paulette Coley Paulette Coley 96

97 Phase 4: Recovery ACTIVITIES 1. Mobilize Community members to assist each other with rehabilitation and reconstruction activities. RESPONSIBLE PERSON(S) Narda Nicholson/Andrew Gordon Sandra Nembhard 2. Encourage community members to rebuild bearing in mind mitigation measures (build back better). 3. Mobilize and conduct repairs to critical facilities and infrastructure (Schools, clinic, water supplies and others) 1. Update PDC on recovery activities by external agencies/departments/organizations. 2. Monitor progress and ensure deficiencies are reported. Andrew Gordon Mobilize CDRMG to seek assist from NGOs (e.g. Red Cross, Food for the Poor, ADRA and Others) to assist in community recovery initiatives. 97

98 Identify and share Lessons Learnt to enhance future preparedness and response activities: Challenges in responding to incidents Which systems were overburdened? What resources were lacking (human and physical)? How did the community cope? What areas of the SOPs need to be reconsidered? Andrew Gordon and Team Revise SOPs as necessary Andrew Gordon and Team 98

99 APPENDIX 5 CDRM GROUP EARTHQUAKES - STANDARD OPERATING PROCEDURES (SOP) Purpose The purpose of this Earthquake SOP is to establish the necessary action steps for an effective and safe response to earthquakes that could potentially affect the community of Old Harbour Bay. Earthquakes can result in damages to community infrastructure and facilities, loss of life and property, and other incidents with varying severity from minimal to catastrophic; depending on the intensity of the hurricane. The CDRM Group will work with government organizations, NGOs/CBOs, private sector and other stakeholders to facilitate the safety of community members. It is the intent of this SOP to maintain clearly defined procedures for before, during and after earthquake events. Earthquake can happen at any time with varying degrees of strengths or magnitudes. The community recognizes that it must be prepared to respond, recover and mitigate against the effects of an earthquake. Objectives The concepts and procedures in this SOP are set to: Facilitate coordination among community members and the CDRM Group in preparing for and responding to earthquakes. Ensure a logical and sequenced set of actions for community response. Assign specific task to ensure collaboration and execution activities. Threat Assessment The community of Old Harbour Bay has (no, little, some, much) history of earthquakes. The anticipated threat for the purpose of this plan includes at least one event in the next ten years (at any time) that will have a moderate to major effect on most buildings and critical infrastructure. Basic Planning Assumptions At least one moderate earthquake will probably affect the country/community in the next years. 99

100 CDRM Group will remain active and functional Community members will be responsive to CDRM Group programmes, initiatives, warning and other information. There is commitment and support from agencies and departments of government to assist community. Community is will to utilize their own resources in preparedness and response as far as possible. CDRM Group will train and establish Community Emergency Response Team(s) (CERTs). Concept of Operations These SOPs are designed to establish a concept of operations spanning the direction and control of the disaster from an initial monitoring through post-disaster response, recovery, and mitigation. All activities are community driven, with technical assistance provided by agencies, departments, NGOs and private sector as necessary. Procedures will be categorized into the following phases: Phase 1: Preparedness and Mitigation (year round). Phase 2: Event, Event Response, Damage Assessment Phase 3: Recovery 100

101 ACRONYMS AAR After Action Report CERT Community Emergency Response Team CDRMG Community-based Disaster Risk Management Group DRM Disaster Risk Management EOC Emergency Operations Center NEOC National Emergency Operations Center NGO Non Government Organization ODPEM Office of Disaster Preparedness and Emergency Management PDC Parish Disaster Coordinator/Committee PEOC Parish Emergency Operations Center 101

102 DEFINITIONS All Clear There is no All Clear for an Earthquake. It is not possible to predict the timing, length or strength at the time or just prior to an earthquake. While certain conditions can predispose a geographic location to an earthquake, it is not possible to indicate the likelihood or intensity of an earthquake. Emergency Operations Center (EOC) A multi-agency coordination center that provides support and coordination to the on-scene responders. Incident An event that occurs that may lead to an emergency condition. Earthquake A shaking or rolling motion of the earth s surface caused from a sudden release of energy from below the earth s surface. The release of energy is generally cause by slipping or breakage of rock below the earths surface. Epicentre The position on the ground directly above where the slip under the earth s surface first occurs. The magnitude felt is likely to be greatest at this point. The damage is likely to be worst at this point. After-Shock Tremors or smaller earthquakes that occur after the main shock is felt. After-shocks can occur over a period of a few hours to months after the main shock. Tremor The shaking or seismic waves felt or caused by an earthquake or explosion is called a tremor. Magnitude Magnitude is a measure of the amount of energy released during an earthquake. Magnitude is typically measured on the Ritcher Scale for the Caribbean. 102

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